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Impedance data obtained by electrochemical impedance spectroscopy (EIS) are fitted to a relevant electrical equivalent circuit to evaluate parameters directly related to the resistance and the durability of metal–coating systems. The purpose of this study is to present a novel and more efficient computational strategy for the modelling of EIS measurements using the Differential Evolution paradigm.

An alternative method to non-linear regression algorithms for the analysis of measured data in terms of equivalent circuit parameters is provided by evolutionary algorithms, particularly the Differential Evolution (DE) algorithms (standard DE and a representative of the self-adaptive DE paradigm were used).

The results obtained with DE algorithms were compared with those yielding from commercial fitting software, achieving a more accurate solution, and a better parameter identification, in all the cases treated. Further, an enhanced fitting power for the modelling of metal–coating systems was obtained.

The great potential of the developed tool has been demonstrated in the analysis of the evolution of EIS spectra due to progressive degradation of metal–coating systems. Open codes of the different differential algorithms used are included, and also, examples tackled in the document are open. It allows the complete use, or improvement, of the developed tool by researchers.

The influence of traditional individually oriented Organization Development (OD), with its focus on psychological dispositions, on self-development and growth, is currently waning. I argue here that individually oriented OD would be well served by a new focus on habitus and social position that expand our understanding of human behavior. Using Bourdieu's concept of social position in the form of “habitus-oriented approach,” as I do here using my consulting experience, allows individually oriented OD to become a scholarly and professional site that understands human behavior in terms of both the social and the personal.

Much has been theorized about what change strategies to employ given particular types of organizational change. Organizational theorists have linked participative strategies with culture change, strategies based on logic and reason with new technology implementations, and power strategies with the introduction of new laws and legislation. However, to what degree are these suggested recommendations carried out in organizations? In this paper, we explored the extent to which change recipients perceive the use of theorist recommended strategies when undergoing specific types of organizational changes. Using survey research (N = 88), we investigated the perceived relationship between two components of change: change content and change strategy. The results partially follow the ideals proposed by previous theorists, but they also highlight a significant relationship between power-coercive strategies and episodic change events that is contrary to those ideals. For practitioners, our findings draw attention to the connection between change content and change strategy in the hope of offering some guidance to those change agents who must determine how to lead a particular change initiative. Additionally, since our investigation is original and exploratory, we incite future research aimed at understanding the congruency between change content and change strategy formulation.

The purpose of this paper is to show that Slawek Magala’s theory of management of meaning in organisations can be considered as a step towards a generic theory of organisational change.

The authors are integrating Slawek Magala’s views on the processes, which play a role in changing organisations (i.e. framing, reflecting, negotiating, and seeking new windows of opportunities) with the related types of narratives as developed by David Boje (2001, 2008) and with further extensions by Fink and Yolles (2012), which are based on a model of paradigm change.

The authors develop a theoretical framework, which might serve as a basis for analysis of change processes emerging from different contexts within or outside a firm and offer some reflections about comparing research into issues of organisational change.

This is a theoretical viewpoint paper.

The extension of Magala’s model offers a practical guide for research into organisational change processes.

Magala’s model offers a deeper understanding of actual change processes.

To the authors’ knowledge, this is the first time where a concept about emergent causality deriving from interaction between two conflicting agents (i.e. involved parties as, e.g. managers and subordinates) is applied to emerging stages in change processes.

PROPORTIONATELY, that is to say by percentage, salaries for managers are showing what the British Institute of Management describes as a “disquieting” trend when compared to earnings by production workers. While last year pay for the latter rose by 7.7 per cent, that of managers went up by only 7.2 per cent.

Current government policy is to encourage more businesses to grow. Access to resources – financial, human and physical – are often cited as the principal barriers to the growth of small firms. The attitudes of owner‐managers, however, are equally important, with many owner‐managers deliberately avoiding growing their businesses beyond their capacity personally to manage the business. Attitudes change as businesses develop; a skilled consultant can act as catalyst to overcome cultural barriers and, consequently, to the growth of businesses. This paper examines the cultural barriers which might inhibit the growth and development of a new enterprise and offers a model to show how those barriers separate seven stages of entrepreneurial development. It highlights the role of the consultant in moving through the stages.

The focus of this study was on successful, small, rapidly growing firms and on people who manage (entrepreneurs/ CEOs) or help manage (interventionists/consultants) these firms. Investigates the structural (complexity, formalization and centralization) changes that occur in firms as they move from the start‐up stage to the growth stage of development. One reason these structural changes were examined was that rapid growth often strains organizations′ existing structures and, in turn, threatens their very existence. Further, little empirical information exists about structural changes in small, growing firms. Using a sample of Inc. 500 firms, finds support for the hypotheses that organizations in their growth stage will exhibit greater complexity, greater formalization, and less centralization than in their start‐up stage.

The purpose of this paper is to examine the interplay between the requirements for successful organisational change and the imperatives faced by management consultancy firms in running successful businesses, and how this interplay affects the ways in which management consultants influence organisational change projects.

The paper reviews literature on management consultancy and organisational change over the past 30 years to identify insights into this issue.

The paper shows that business imperatives faced by management consultancy firms affect the ways in which consultants influence organisational change projects. It shows how management consultants aspire to form strategic partnerships with their clients in order to win profitable business, and to plagiarise established organising practices and change management methods in defining their services in order to manage their costs. It illustrates how these aspirations give rise to a number of dualities that consultants face in undertaking organisational change projects.

Only limited research has been carried out into the ways in which the business imperatives of management consultancy firms interact with the requirements for successful organisational change in shaping the influence that management consultants have on organisational change projects. This paper demonstrates the significance of this issue and suggests directions for future research into it.

The purpose of this paper is to trace debates between state and federal governments, and community stakeholders, leading to the establishment and abolition of the first attempt at a university for Western Sydney, established as Chifley University Interim Council.

The historical analysis draws from published papers, oral history accounts, and original documents in archives of the University of Sydney and the University of Western Sydney.

Higher education reform in the 1980s in Australia was fought out as an extension of broader issues such as “States rights”, the rising political power of peri‐urban regions, long‐standing tensions between state and Commonwealth bureaucracies, and the vested interests of existing tertiary education and community groups.

This is the only existing study of attempts to found Chifley University, and one of the few available studies which take a social and contextual approach to understanding the critical reforms of the 1980s leading up to the Dawkins Reforms of 1988‐1990.